Hot Dog Harassment
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Fact or Fiction: Do You Really Need an Annual Eye Exam? -...
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The Case for Building a Culture of Coaching
By Paul J. Gorrell and John Hoover
As business coaches, we are always on the new frontier looking to help our coaching clients add value to the organizations that employ them. Working to develop a culture of coaching across organizations makes habit, skill, and activity correction and enhancement pre-emptive rather than reactive.
Instead of waiting until damage has been done, relationships broken, and dissention sewn far and wide, a deliberate and healthy culture of coaching helps to keep people at all levels of the organization engaged and working on habits, skills, and activities to deal with problematic issues, individually and corporately, as a way of doing business—not exceptional behavior.
Unless your organization is consciously, systematically, and strategically building and sustaining a culture of coaching, summoning an internal or external coach to contend with a dysfunctional behavior is more likely to resemble an emergency call rather than strength training. A proactive culture of coaching will focus energy and resources on accelerating performance and making good work better rather than waiting for things and people to need correction.
The most frequently-cited reasons for coaching are:
- To help deal with stress
- To develop leadership potential
- To prepare someone for promotion
- To prepare someone for succession
- To address habits, skills, and activities
- To help find assistance with personal problems
- To help people understand and better fulfill their roles
- To interpret 360-degree feedback and put it to good use
- To interpret and put to good use personality assessment
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Connecticut to expand Medicaid coverage to single adults
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Massachusetts may find U.S. healthcare changes costly
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Supporting disabled employees
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Effective Communication During Open Enrollment
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WellPoint CFO: Feds may phase in medical-spending rule -...
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Calif. to review rate hikes of 4 health insurers (AP)
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Health consumers don’t understand their patient-power…yet
Most health consumers define the value of drugs in terms of safety and efficacy first, then quality of life and cost second. These priorities are similarly shared by both biopharma executives and managed care management.
Where consumers diverge with the two health industry stakeholders, though, is with respect to their power: while about 1 in 3 biopharma and managed care execs believe that patients will be influential in the success or failure of new therapies over the next five years, only 11% of patients say that “people like me” will be influential over what new drugs will be available in the next 5 years. And, 59% believe they won’t be very influential.
This intriguing finding comes from a survey from Quintiles, polling biopharmaceutical stakeholders including 144 biopharmaceutical executives, 129 managed care execs, and 1,048 U.S. adults age 18+, conducted in February-March 2010.
As for biopharma’s competence at communicating “value” directly-to-end users (consumers, patients, caregivers), the industry admits to missing the boat when it comes to engaging with consumers via social media, as shown in the chart. While half of biopharma execs believe they use the Old School methods of
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